A Strengths-Based Approach to The Great Office Return

We’re halfway through 2021, and it looks like the pandemic is almost (fingers-crossed) behind us. With COVID in our rearview, the work world is abuzz with conversations about what an office return might actually look like. Will we go back to the way it used to be or will we try to embrace a new normal? Are companies considering implementing more generous flex policies? Is hybrid work an option, and if so, how do you keep a collaborative, connected workplace when people are working both offsite and in the office?

Every organization is taking a different approach. Goldman Sachs is tracking to a full time return as early as July. Apple Employees are being asked back into the office for at least three days a week starting in September (a move which has not been well-received by Apple employees!). And Starbucks is saying they’ll keep virtual work until October, and hinting that with the return to the office will come a considerably more flexible remote work policy.

But one thing all organizations have in common? From large corporations, to mid-size, to small businesses, employees are voicing pretty strong opinions about their company’s plan of choice. 

Opinions, but feelings too. Anxiety, stress, excitement, anger, frustration, and even fear are all part of the mix. Some employees are looking forward to an office return with delight (Includer and Connectedness come to mind)— “finally I get to connect with real human beings instead of sitting through these endless Zoom meetings!” Others, including Intellection, those who are more introverted, and Deliberative, are trying to mentally prepare for an environment that was maybe never all that great for them in the first place. They’ve treasured the time to be by themselves and have the space to think and work independently, and are now wary about what a return to an interruption-heavy, bustling workplace might mean for their productivity and overall sense of well-being.

There’s no question that this transition is going to be a tricky one. Leaders are trying to balance meeting their employees’ needs with doing what’s best for the company. Employees are trying to advocate for themselves, while also keeping in mind that their coworkers may want different things. It’s quite the puzzle, and there’s no simple, quick fix.

What can be helpful, though, as we’re figuring it all out, is to use the language of strengths as a grounding, informative tool to help facilitate conversation and better accommodate individual preferences. Strengths offers a neutralizing shared language. It helps us generate conversation that starts from a place of positivity by looking at our natural talents, inclinations, and yes, strengths. It can be one of the most effective ways to diffuse difficult workplace topics, but also to figure out what each person needs to build a new normal that works for everyone.

Here are some ideas for how you can help get through this transitional period with grace and understanding:

For Managers:

Though it might be tough to hear, a one-fits-all approach isn’t going to be successful. While it’s true that every company needs an overarching policy for clarity’s sake, it’s critical that managers do what they can to individualize how they’re managing employees during this transition. Use strengths to create an individualized return-to-office plan for your people. Some employees may want an office with a closed-door (Focus), while others don’t mind being in an open space (Woo). There are those who will welcome, and even be energized by, changes and revised policies to how you work (Adaptability), and others who will want the guidelines to be determined and implemented quickly, so they can get back to some sort of predictable work flow (Discipline). While you might not be able to satisfy every single person’s individual needs, an acknowledgement and willingness to try to bend where possible will let them know you’re doing what you can to meet them where they’re at.

Also, even more than usual, make sure you’re keeping those lines of communication open. Strengths can be an easy place to start the conversation, and let your employees know that you’re not just looking at the big picture and what benefits the company, but looking at them as distinct human beings, and how you can make sure they’re thriving in this reimagined world of work.

For Individual Contributors:

Use your strengths to show the why behind your workplace preferences. Position your requests, whether they be for more time in the office or more time for remote work, as a way to enhance your contribution at work. For example, if you’re strong in Communication, you might share that this strength makes you particularly well-suited to a few days out of the office because you’re great at getting your message heard, while at home or at work.

Whether your organization bends to accommodate your preferences or not, lean into ways that you yourself can feed your strengths. For a Learner, that might mean carving out an hour of your day at the office to do a deep dive on a topic of interest. Someone high in Ideation could make a point of dropping by the lunchroom for a casual brainstorm with fellow employees. While you can’t control what your manager or organization does or doesn’t do, you can always use your self-awareness through strengths to make sure that you’re doing what you can to get what you need.

While we’ve hopefully reached the end of an intense period of change and chaos, getting to a new normal while incorporating all the learnings of the past 18 months is going to be taxing in its own right. Grounding everyone in strengths-based language can help turn a season of transition, with many opportunities for frustration and butting of heads, into one of filled with opportunities to learn about one another and give us a chance to move forward in an intentional, thoughtful way.